Human resrouce management 13th mathis jacson chapter 07

CHAPTER 7

Selecting Human Resources

SECTION 2 Jobs and Labor

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Charlie Cook
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The
The University
University of
of West
West Alabama
Alabama


Chapter Objectives
After you have read this chapter, you should be able to:

•

Summarize the importance of realistic job previews and application screening efforts to the selection process.

•

Diagram the sequence of a typical selection process.

•

Discuss how validity and reliability are related to selection.

•

Identify three types of selection tests and legal concerns about their uses.

•

Contrast several types of selection interviews and some key considerations in conducting these interviews.

•

Specify how legal concerns affect background investigations of applicants and use of medical examinations in the
selection process.

•

Describe the major issues to be considered when selecting candidates for global assignments.

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site, in whole or in part.

7–2


Selection and Placement

• Selection
 The process of choosing individuals with qualifications needed to fill jobs in an organization.

 Organizations need qualified employees to succeed.
 “Hire hard, manage easy.”
 “Good training will not make up for bad selection.”

• Placement
 Fitting a person to the right job.

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site, in whole or in part.

7–3


Applicant Knowledge, Skills, and Abilities

• Person-Job Fit
 Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs
(tasks, duties and responsibilities–TDRs).

 Benefits of person-job fit:
 Higher employee performance
 Lower turnover and absenteeism

• Person-Organization Fit
 The congruence between individuals and organizational factors.

KSAs = TDRs = Job Success?
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site, in whole or in part.

7–4


Person/Job Fit Mismatches

Geography/

Skills/job qualifications

job location

Mismatch
Situations

Earnings/

Time/amount of work

expectations

Work/family

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site, in whole or in part.

7–5


Criteria, Predictors, and Job Performance

•

Selection Criterion



•

Predictors of Selection Criteria



•

Measurable or visible indicators of selection criteria.

Validity



•

A characteristic that a person must have to successfully perform work.

The correlation between a predictor and job performance.

Reliability



The extent to which a predictor repeatedly produces the same results over time.

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web
site, in whole or in part.

7–6


Validity

• Correlation Coefficient
 Is an index number that gives the relationship between a predictor variable and a criterion
variable.

• Concurrent Validity
 Is measured when an employer tests current employees and correlates the scores with their
performance ratings.

• Predictive Validity
 Measured when test results of applicants are compared with subsequent job performance.

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web
site, in whole or in part.

7–7


FIGURE 7–1
Job Performance, Selection Criteria,
and Predictors

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site, in whole or in part.

7–8


FIGURE 7–2
Concurrent
and Predictive
Validity

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site, in whole or in part.

7–9


Combining Predictors

• Multiple Hurdles
 Establishing a minimum cutoff (level of performance) for each predictor, and requiring that
each applicant must score at least the minimum on each predictor to be considered for
hiring.

• Compensatory Approach
 Scores on all predictors are added together, allowing a higher score on one predictor to
offset a lower score on another predictor.

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site, in whole or in part.

7–10


FIGURE 7–3

Typical Division of HR Responsibilities: Selection

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site, in whole or in part.

7–11


HR Employment Functions

1.
2.
3.
4.
5.
6.
7.
8.
9.

Receiving applications
Interviewing applicants
Administering tests to applicants

Conducting background investigations
Arranging physical examinations
Placing and assigning new employees
Coordinating follow-up of new employees
Exit interviewing departing employees
Maintaining employee records and reports

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web
site, in whole or in part.

7–12


FIGURE 7–4
Selection Process Flowchart

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site, in whole or in part.

7–13


Applicant Job Interest

• Realistic Job Preview
The process through which a job applicant receives an accurate picture of the job.
 Prevents the development of unrealistic job expectations in new employees.
 Helps avoid truth-in-hiring lawsuits

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site, in whole or in part.

7–14


Pre-Employment Screening

• Electronic Assessment
Screening

There is a large volume
of applicants

Quality of hires needs
to be increased

When To Use Electronic

Hiring cycles need

Screening

to be shortened

The cost of hiring needs
to be reduced

There is a need to reach unvisited geographic areas

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site, in whole or in part.

7–15


Application Disclaimers and Notices

Employment-At-Will

References Contacts

Application
Employment Testing

Form

Application Time Limit

Information Falsification

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site, in whole or in part.

7–16


Applications

• Purposes of Applications
 Record of applicant’s desire for the job

 Provides a profile of the applicant
 Basic record for applicants hired
 Research effectiveness of the selection process

• Resumes as Applications
 Resumes are applications for EEO purposes.
 Resumes should be checked for truthfullness.

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web
site, in whole or in part.

7–17


FIGURE 7–5
Sample Application Form

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site, in whole or in part.

7–18


EEO Considerations and Application Forms

• Applications should not contain illegal (nonjob-related) questions concerning:
 Marital status
 Height/weight
 Number and ages of dependents
 Information on spouse

 Date of high school graduation
 Contact in case of emergency

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site, in whole or in part.

7–19


Acceptable Documents
for Verifying Eligibility to
Work in the United
States

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site, in whole or in part.

7–20


Selection Testing: Ability Tests

Cognitive Ability
Tests

Physical Ability

Psychomotor

Tests

Tests

Ability Tests
Aptitude and Achievement
Work Sample

Situational Judgment Tests

Tests

Assessment
Centers

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site, in whole or in part.

7–21


Other Tests

• Personality Tests
 Minnesota Multiphasic Personality Inventory (MMPI)
 Myers-Briggs
 “Fakability” and personality tests

• Honest/Integrity Tests
 Socially desirable responses
 False positives

 Polygraph tests (“lie detector”)
 The Employee Polygraph Protection Act prohibits pre-employment testing (in most
instances).

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web
site, in whole or in part.

7–22


FIGURE 7–6
Big Five Personality Characteristics

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site, in whole or in part.

7–23


Controversies in Selection Testing

• General Mental Ability Testing
 Minority groups tend to score lower on tests
 Requires business necessity defense and validation.

• Personality Testing
 Explains very little about actual job outcomes.

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web
site, in whole or in part.

7–24


Selection Interviewing

• Interviewing for Selection
 Gathering valid information
 Focusing on ways to minimize selection errors

Initial screening

Assessing the qualifications

In-depth selection

interview

of applicants

interview

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web
site, in whole or in part.

7–25